[104-10222-10038.pdf — page 164]
# SECRET2.  RATINGS ON PERFORMANCE OF SPECIFIC DUTIESDIRECTIONSa. State in the spaces below up to six of the more important SPECIFIC duties performed during the period.Place the most important first. Do not include minor or unimportant duties.b. Rate performance on each specific duty considering ONLY effectiveness in performance of this specific duty.Specific duty (do Aug 1'5 to Aug 12 31 PH '57) at ac. For supervisors, ability to supervise will always be rated as a specificwho supervise a secretary only).d. Compare in your mind, when possible, the individual being rated with others performing asimilar level of responsibility.e. Two individuals with the same job title may be performing different duties. If so, rate them on differentduties.f. Be specific. Examples of the kind of duties that might be rated are:ORAL BRIEFINGGIVING LECTURESCONDUCTING SEMINARSWRITING TECHNICAL REPORTSCONDUCTING EXTERNAL LIAISONTYPINGTAKING DICTATIONSUPERVISINGHAS AND USES AREA KNOWLEDGEDEVELOPS NEW PROGRAMSANALYZES INDUSTRIAL REPORTSMANAGES FILESOPERATES RADIOCOORDINATES WITH OTHER OFFICESWRITES REGULATIONSPREPARES CORRESPONDENCEMAIN ROOMCONDUCTS INTERROGATIONSPREPARES SUMMARIESTRANSLATES GERMANDEBRIEFING SOURCESKEEPS BOOKSDRIVES TRUCKMAINTAINS AIR CONDITIONINGEVALUATES SIGNIFICANCE OF DATAg. For some jobs, duties may be broken down even further if supervisor considers it advisable, e.g., combined keyand phone operation, in the case of a radio operator.1 INCOMPETENT IN THE PERFORMANCE OF THIS DUTY2 BARELY ADEQUATE IN THE PERFORMANCE OF THISDUTY3 PERFORMS THIS DUTY ACCEPTABLY4 PERFORMS THIS DUTY IN A COMPETENT MANNER5 PERFORMS THIS DUTY IN SUCH A FINE MANNERTHAT HE IS A DISTINCT ASSET ON HIS JOB6 PERFORMS THIS DUTY IN AN OUTSTANDING MANNERFOUND IN VERY FEW INDIVIDUALS HOLDING SIMILAR JOBS7 EXCELS ANYONE I KNOW IN THE PERFORMANCE OFTHIS DUTYSupervises conduct of Branch operations.6 Acts as deputy to Branch Chief,5 Provides over-all operational guidanceto field stations..5 Performs function of senior BranchCE officer.73. NARRATIVE DESCRIPTION OF MANNER OF JOB PERFORMANCEDIRECTIONS. Stress strengths and weaknesses, particularly those which affect development on present job.The high ratings given Mr. Bagley are given in full consciousness of their uniquenessin this Division. Mr. Bagley's all-around competence, his professional integrity,devotion to duty, his thorough grasp of clandestine operations and particularly hiscomprehension of CS matters and Soviet and Satellite intelligence services are of thehighest order and, in my opinion, therefore deserve this type of recognition.Mr. Bagley can be impatient with the less gifted, intolerant of bureaucratic necessi-ties, or uncompromising in professional matters. These traits are listed here not todetract from his professional competence or personal qualities, but to indicate thathis supervisory talents are not yet fully developed. Mr. Bagley speaks fluent Frenchand German.SECTION D.SUITABILITY FOR CURRENT JOB IN ORGANIZATIONDIRECTIONS: Take into account here everything you know about the individual....productivity, conduct in the job,pertinent personal characteristics or habits, special defects or talents....and how he fits in with your team. Com-pore him with others doing similar work of about the same level.1 DEFINITELY UNSUITABLE HE SHOULD BE SEPARATED2 OF DOUBTFUL SUITABILITY... WOULD NOT HAVE ACCEPTED HIM IF I HAD KNOWN WHAT, I KNOW NOW3 A BARELY ACCEPTABLE EMPLOYEE...BELOW AVERAGE BUT WITH NO WEAKNESSES SUFFICIENTLY OUTSTANDING TO WAR-RANT HIS SEPARATION4 OF THE SAME SUITABILITY AS MOST PEOPLE I KNOW IN THE ORGANIZATION5 A FINE EMPLOYEE HAS SOME OUTSTANDING STRENGTHS6 AN UNUSUALLY STRONG PERSON IN TERMS OF THE REQUIREMENTS OF THE ORGANIZATION7 EXCELLED BY ONLY A FEW IN SUITABILITY FOR WORK IN THE ORGANIZATIONIS THIS INDIVIDUAL BETTER SUITED FOR WORK IN SOME OTHER POSITION IN THE ORGANIZATION?[x] NO